1. © Tesseract Management Systems / Managing by Design / 2002 - 1 COMPREHENSIVE VISIONING This set of slides is intended to provide a basis for stimulating a comprehensive discussion on vision. The slides are a means to think through what you mean by a vision and the process you intend to use to develop it rather than a specific tool to do so – however they do form a good basis for discussion and syndicates to move things forward. Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of this website, you know how each slide builds, and you are clear on the points you wish to make with them.

2. © Tesseract Management Systems / Managing by Design / 2002 - 2 Focus InternalExternal Intensity Expedient Aspirational Dimensions of Vision Core ideology (Knowing who you are): How you will remain steadfast The values and purposes you will always stand for! Envisioned future (Knowing where you are going): Clear plans for how you will advance into an uncertain future (e.g. Vivid description of BHAGs)

3. © Tesseract Management Systems / Managing by Design / 2002 - 3 InternalExternal Expedient Aspirational Intellectual Shared intelligence, insight, common basis of evaluation, portability of people & ideas… Aspirational Joint ambitious goals (BHAGs), compelling aspiration… (strategic growth factors?) Educational Shared learning, common best-practice programmes, benchmarking… Cultural Shared core values, common core purposes, fellowship and culture… Procedural Common processes, economies of scale, agility/alliances, synergies in delivering strategies… Commercial Common image/ brand / market strategy, shared responsibilities, shared customers, referrals… Aspects of Vision

4. © Tesseract Management Systems / Managing by Design / 2002 - 4 Core Ideology Custom & Practice Envisioned Future Competitive Strategy Leadership Autonomy Benefits Concerns Relationships Conflict Synergy Competition Aspirational Vision Educational Cultural IntellectualCommercial Procedural Common image/ brand / market strategy, shared responsibilities, shared customers, referrals… Joint ambitious goals (BHAGs), compelling aspiration… (strategic growth factors?) Shared core values, common core purposes, fellowship and culture… Common processes, economies of scale, agility/alliances, synergies in delivering strategies… Shared intelligence, insight, common basis of evaluation, portability of people & ideas… Shared learning, common best-practice programmes, benchmarking… Proposals?Questions? Influence…

5. © Tesseract Management Systems / Managing by Design / 2002 - 5 Benefits that people might seek Shared learning and insight / Fellowship Support in achieving a common goal (or targets) Synergies and shared resources Shared burden or responsibility (e.g. social) Consistent impression (e.g. branding) / addressing misaligned behaviours Security / addressing ‘external’ threats Economies of scale Passing on opportunities / advocacy

6. © Tesseract Management Systems / Managing by Design / 2002 - 6 Concerns that might be raised Loss of freedom or autonomy Bureaucracy / non-value-add activities Increased vulnerability to poor behaviour in others Lack of fulfilment / fizzling out Tortuous central meetings / Abilene paradox Distraction from core business Tensions from business reporting lines outside the core organisation (Stick to beat us with) (Who cares?)

7. © Tesseract Management Systems / Managing by Design / 2002 - 7 Probable steps to a vision: Developing understanding & building relationships Understand the CEO: Intended role, his/her ideas, perceived opportunities/risks, how he/she uses others? Understand the Attendees: Potentials between their business & partners, fulfilment/frustration, opportunities /risks, personal drivers, expectations of the workshop? Analyse & Plan: Understand common areas of opportunity, agree key levers & roles, develop process Facilitate Workshop: According to plan & expectations Set maintenance processes in place

8. © Tesseract Management Systems / Managing by Design / 2002 - 8 Understand the CEO Their aspirations for what the common vision might be: opportunities that exist, and potential pitfalls. His/her view of the key growth drivers for Us for the future? and role of a common vision therein? How does CEO see his/her own role in developing that vision, in maintaining it, and in coaching allegiance to it (is the process of vision development intended to be formative for CEO and his/her team?) Does CEO see the team under him/her as homogenous, or does he/she have particular ‘partners’ with whom he/she can share the burden of ‘establishing’ the vision and making it work in the rump of his/her team? (And what is their current thinking on the situation and its possibilities?)

9. © Tesseract Management Systems / Managing by Design / 2002 - 9 Understand The Attendees Potential of our Organisation to their business & vice versa? Is the potential is fulfilled/frustrated? Factors? Key growth drivers for Organisation for the future? Importance of common vision in exploiting these? (synergies of brand & ‘global network’?) What else do they see as the potential of a shared vision within the Organisation? Risks and concerns? Importance of our principles & their impact on Management behaviour, team working, culture? What is success in their eyes? Their role in that? How do they reconcile their responsibilities for their part of the business & ‘responsibilities to the wider organisation’? What drives them this way? (Is this likely to change?)

10. © Tesseract Management Systems / Managing by Design / 2002 - 10 Analyse & Plan Analyse the feedback. Common areas of opportunity and concern? Key levers to emphasise in building commitment to a vision? What should an effective vision encompass? What will be key in keeping the vision alive? What does CE need to undertake to ensure that happens? Plan the workshop (and beyond…) Structure a pair of practical workshops to develop a conclusion which has the commitment of the board. Draft a maintenance programme to fully exploit and build on the conclusions. (CEO’s role?) Develop a workshop programme and materials to develop the common vision and best support CEO. Implied premise: The ‘vision’ is ultimately a function of the leader(ship) – the workshop merely provides a flying start.

11. © Tesseract Management Systems / Managing by Design / 2002 - 11 Set Maintenance Processes In Place Belief, commitment, confidence, capability, … Meeting structures & operational practice Measurement, review & corrective action Building on opportunity & addressing risk Coaching, challenging & conflict resolution Reward & recognition (proven success) Reinforcement & regular communication

12. © Tesseract Management Systems / Managing by Design / 2002 - 12 SW OT Where we are now! VISIO N Common Processes … Example of SWOT Based Visioning The direction we want to go To what extent? How we will get there ClearStatements of Intent … 12345 The personal implications Supporting behaviours & attitudes Delivery Path